Business Consultancy
Strategy Formulation
An electrics manufacturer faced a market decrease. The company was established about 40 years ago, and it was extremely successful at the beginning in production and selling of safety fuses. Due to changes in customer needs over the past 20 years, its products became outdated. The company was reorganized 10 years ago. Its organization became cost-effective, and the management invested in new technology as well. It also had very loyal and well-practised employees; however, they should have been trained in management, client-relation and organisation development. New products were also introduced to the market. However, the biggest revenue was still from the sale of fuses, so the revenue has been steadily declining. On the other hand, new and unused production capacity was available due to technology development.
I got the challenge to support the management to set up a new company strategy.
As a first step, we honestly explored the reality of corporate resources in a managerial workshop with the top management and middle management. We analysed the HR, finance, technology, customer relationship and other factors. We used SWOT analysis and McKinsey 7s analysis. This way, the basic situation was clear.
As a second step, we determined the market position the company want to reach in five years, and what changes are expected in the customers' expectations. We used PEST analysis, market trend analysis, and visited the key customers to make deep interviews. This way the desired situation and the main strategic target were clear.
As a third step, we looked for a way to get from the basic situation to the desired position We used a GAP analysis. We made professional workshops, such as HR, finance, production and so on, and asked the employees to imagine their situation when they are in the desired condition. Then, we asked them to find their way from the present situation to the desired one. Having those steps, we asked what steps are in progress already, what steps they need to do in the future, and whether they can do them alone, or they need professional help. This way we got several sub-strategic targets in professional fields. Some of them were broken down to projects as well.
The company is following its new strategy. The decrease was stopped, and the sales of new products are increasing.
Sales
The paint sales division suffered from market share decrease. The management thought it was because of the salespeople' and managers' lack of enthusiasm and ability. I got the task to help them to change their attitude.
As a first step, I studied the sales numbers. I also made in-depth interviews with the determining salespeople and leaders, such as regional and group leaders.
As a second step, I developed an in-door training program. The main modules were Management by Objectives, Customer Motivation, Personal Effectiveness Development and Sales Leadership Coaching. I conducted these sales and leadership courses across the country.
As a third step, I used personal field-training. One of the salesmen and I visited the major clients together, and the salesman received personal coaching after each visit. The division's leaders were happy with the result, and the program continued for 10 years.
Leadership
An international corporation had factories in Hungary and Romania. The international headquarters had a double target in both countries:
- To strengthen the cooperation between middle managers and senior executives
- To improve the managerial work quality
As a contracted partner, I had to accomplish this double target in both countries. Regarding the managerial work quality, I set up a Human Diagnosis Test Kit that measured the attitude and competencies, such as performance orientation, loyalty and commitment to the company, communication skills, conflict management methods, motivation and joy of leadership. I also made in-depth interviews to have more detailed information. Based on this information, I created separate development packages for middle managers and senior executives. The packages had two pillars: training and personal coaching. The main modules were: Fire-B Model, McClelland Model, Thomas-Kilmann Conflict Management KIT, Belbin Group Roles, Leadership EQ and Assertiveness. I opened an online forum for both groups where they started discussions and taught each other.
At the end of the program, the HR staff and I organized outdoor charity activities in both countries. The headquarters management was satisfied, and the program continued for 9 years.